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UDAN scheme can be a major stimulator for India’s air cargo growth, says Jaideep Mirchandani

The International Air Transport Association (IATA), in releasing the data for April 2025 global air cargo markets, noted that seasonal demand for fashion and consumer goods, combined with lower jet fuel prices, has boosted air cargo. Air cargo demand grew strongly in April, with volumes increasing by 5.8% year-over-year, demonstrating a solid performance. Later, IATA Director General Willie Walsh, during the IATA Annual General Meeting and World Air Transport Summit in New Delhi in May, specifically mentioned the growth of the Indian domestic market, which is expanding at a rate of 10 per cent.

The tremendous growth of India’s domestic aviation sector can also propel the country’s air cargo sector further, experts point out. Meanwhile, manufacturing major Boeing estimates that the rapid growth of the e-commerce sector, along with domestic aviation expansion, is expected to boost India’s domestic air cargo industry with a growth forecast of 6.9 per cent per year over the next two decades.

With its speed, reliability, and ability to connect even remote areas, air cargo offers businesses the opportunity to expand both domestically and internationally. “We must understand that the concept of airports being mere transit points has changed; they are now also integrated cargo hubs. This change should be adopted in India’s aviation sector too, to achieve its ambitious target of 10 million metric tonnes of air cargo annually by 2030, up from the present 3.5 million tonnes,” says Jaideep Mirchandani, Group Chairman of Sky One.

He states that state-of-the-art facilities are necessary to accommodate temperature-controlled shipments for pharmaceuticals and provide cold chain support. Better infrastructure is also required for express cargo and high-value goods. Additionally, there is now an increasing demand for faster, automated clearance processes and tailored solutions for each business sector.

According to Mr Mirchandani, in this scenario, regional connectivity schemes like UDAN have the potential to become a game changer not only for domestic air travel but also for cargo movement within the country. UDAN is likely to play a key role in creating a decentralised aviation logistics network. Along with modernising existing domestic airports and constructing new ones, equal importance can be given to building modern cargo terminals at the regional level. Airlines, logistics companies, and shippers can leverage UDAN-enabled routes, which can also act as connection points to major airports in the country,” he adds.

Meanwhile, the UDAN scheme, launched in October 2016, according to official data, has so far helped operationalise 625 routes, connecting 90 airports (including two water aerodromes and 15 heliports) across India. It states that more than 1.49 crore passengers have benefited from affordable regional air travel under UDAN, along with strengthened regional tourism, improved healthcare access, and trade-catalysing economic growth in Tier 2 and Tier 3 cities. Earlier this year, the government announced a revamped version of UDAN, aiming to add 120 new destinations and benefit an additional four crore people.

Source: APN News

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Three entrepreneurs who are propelling India’s aviation growth

India’s aviation sector is poised to become the third-largest in the world by 2026. Research and Markets predict that the expanding Indian middle class will fuel the growth in air passenger traffic at an expected CAGR of 8.5%. The commercial aircraft fleet is also expected to witness substantial growth in the next decade. In view of these developments, we delve deeper into the trajectories of visionary entrepreneurs who are working assiduously behind the scenes to unlock India’s aviation potential.

Jaideep Mirchandani, Group Chairman of Sky One

As the architect of a sprawling aviation conglomerate, Sky One, Mr. Mirchandani has worked hard to create a comprehensive array of services, including Cargo Charters, Asset Trading, training, MRO, advisory, and capacity optimization. Sky One provides crucial support to airlines across the globe during peak time and specializes in charter services for Hajj and Umrah passengers. By forging wet leasing agreements with leading passenger and cargo airlines globally, Mr. Mirchandani has transformed Sky One into one of the most profitable and versatile entities in the aviation sector and a leading privately owned aviation company.. Even though Sky One is based in the UAE, it stands out among the airlines actively shaping the future of aviation in India and its helicopter charter service – Sky One Airways providing services for charter, cargo, ambulance as well as emergency services. Mr Mirchandani has  plans to expand collaborations in India’s burgeoning aviation space and is initiating partnerships in the industry. His visionary expertise extends beyond civil aviation, as Sky One plays a major role in developing the next generation of pilots and aviation technicians through their state-of-the-art Pier Seven Aviation Academy, which has become the first choice for Indian students. It is evident hence that the names of Jaideep Mirchandani and Sky One are poised to dominate the Indian aviation story in the years to come.

Vinod Kannan, CEO of Vistara

Vistara, which commenced operations with just two aircraft in 2015, has rapidly expanded its fleet to encompass 61 aircraft. By March-April 2024, this full-service carrier is anticipated to have a fleet of over 70 aircraft. The rapidity of Vistara’s growth can be attributed to the astuteness of its CEO, Vinod Kannan. Initially assuming the role of Chief Strategy Officer in June 2019, he ascended to the position of CEO in 2022. Currently, with a workforce of 5,500 members, Vistara operates in 32 domestic and 15 international destinations. A significant development on the horizon is the proposed merger between Vistara and Air India. Mr. Kannan however is looking beyond this significant merger and has already articulated a broader vision for the incorporation of new routes, increased investment in personalised customer experiences as well as service enhancements. The enterprising CEO has further disclosed intentions to augment the airline’s international route capacity by 40 percent. This is an ambitious plan, considering Vistara commenced international operations only in 2019. As it stands, Vistara is poised to play a pivotal role in India’s aviation sector shortly.

Rahul Bhatia, Non-Executive Director of IndiGo Airlines         

Having claimed 55 percent of India’s domestic market share in 2023, IndiGo Airlines is a major player in the country’s aviation sector. The company now has a fleet of 300 aircraft and as of October 2023, it flies to a total of 111 short-haul destinations, including 79 domestic and 32 international destinations within Asia. The visionary behind this scale of success is Rahul Bhatia, the co-founder and non-executive director of IndiGo and Group managing director of InterGlobe Enterprises. Recently, he oversaw a rather momentous development as IndiGo set a record for the largest order ( 500 Airbus A320 aircraft) in India’s aviation history. This agreement solidifies IndiGo’s position as the world’s largest A320 customer. The delivery of these aircraft is expected to be completed by 2035 and will contribute to cargo capacity expansion. It will also undoubtedly equip IndiGo to meet the diverse travel needs of millions of Indians and cement its position as a peerless aviation leader.

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IIT Delhi design thinking programme is built to support India’s next-gen innovators

India’s innovation economy is experiencing a dynamic shift, and at the heart of this transformation are premier institutions, such as the Indian Institute of Technology Delhi (IIT Delhi), that are building the next generation of innovators and creators. With its pioneering Certificate Programme in Design Thinking and Innovation , IIT Delhi is redefining how professionals, entrepreneurs, and students approach complex problem-solving in an increasingly tech-driven, user-centric world.

According to the Harvard Business Review , design thinking1 is both a mindset and a structured approach to innovation and problem-solving that centres on human needs. While its roots stretch back centuries, it rose to prominence in the contemporary business world following a landmark article by Tim Brown2, CEO and president of the design firm IDEO. What sets design thinking apart from other innovative frameworks is its user-centric and solution-oriented nature. Rather than dwelling on the problem, it prioritises the development of practical, human-focused solutions.

A strategic response to market realities

A strategic response to market realities The global design thinking market size3 was projected at USD 8.52 billion in 2024 and is expected to hit USD 15.98 billion by 2033, expanding at a compound annual growth rate (CAGR) of 7.25%, according to Business Research Insights.

This trajectory is indicative of a broader trend in which businesses are seeking more agile, creative approaches to product development, customer experience, and digital transformation.

Experts also highlight that the implementation of the National Education Policy (NEP) 2020 in India has revitalised the emphasis on fostering innovation and creativity in the education landscape. The design thinking model4 is described to be built on the principles of ideating, creating, and testing, empowering students to approach problem-solving with greater imagination and critical thinking. Most importantly, it enables them to apply their classroom learning to real-world challenges.

Recognising this paradigm shift,  bridges the gap between academia and real-world applications. Developed with input from corporate leaders, policymakers, and innovation experts, the programme offers a rich blend of theory and practice tailored for market relevance and commercial scalability.

A curriculum grounded in real-world impact

Far from being a theoretical exercise, the programme places strong emphasis on tailored for practical implementation, market validation, and commercial scalability., offering over 150 recorded video lectures, live faculty webinars, practical assignments, and a capstone project. This immersive structure is designed to cultivate a mindset rooted in experimentation and customer-centric thinking—qualities critical for business leaders navigating rapid change.

The integration of contemporary themes such as generative (Gen) artificial intelligence (AI), behavioural economics, and systems thinking into the curriculum reflects IIT Delhi’s  responsiveness to emerging business challenges. Two cutting-edge masterclasses focus specifically on the application of Gen AI in design thinking, showcasing how AI can be harnessed for user experience design, process innovation, and market research.

Future-proofing India’s Workforce: Who’s this programme for?

IIT Delhi’s Design Thinking and Innovation programme is not limited to startup founders. The ripple effect of these successes is reflected in the diverse range of professionals enrolling in the programme, including corporate executives, R&D managers, design professionals, and public sector leaders—each seeking to harness structured creativity for tangible business outcomes. By fostering skills in critical thinking, problem-solving, UX design, and strategic planning, the programme equips executives, entrepreneurs, and students with skills critical for product development, digital transformation, and strategic problem-solving—skills increasingly in demand across industries.

The programme is open to graduates or diploma holders with a minimum of one year of professional work experience across any sector.

Participants are introduced to frameworks that allow them to reimagine business models, enhance customer journeys, and test scalable prototypes—capabilities that are increasingly sought-after across industries. Cutting-edge masterclasses are delivered by innovation leaders and product heads, offering firsthand insight into how design thinking is transforming business operations at scale.

For professionals seeking to future-proof their careers, the programme offers a unique opportunity to gain cross-functional expertise in a highly competitive market. Participants will receive a certificate of completion from IIT Delhi upon meeting evaluation criteria.

Building an innovation-first ecosystem

At a time when India is positioning itself as a global innovation hub, IIT Delhi’s Design Thinking and Innovation programme  exemplifies how academic institutions can drive entrepreneurial and economic transformation. The structured inclusion of Gen AI, emphasis on business scalability, and focus on social impact reflect the multi-dimensional nature of innovation today.

As India advances towards a $5 trillion economy, the role of institutions such as IIT Delhi becomes all the more critical in nurturing not just job creators but problem solvers and changemakers. By equipping a new generation of leaders with tools to ideate, test, and scale real-world solutions, IIT Delhi is helping contributing to India’s evolving innovation-led growth landscape.

Whether you’re a corporate leader, design strategist, or aspiring founder, the programme offers professionals a chance to build relevant capabilities in India’s fast-evolving innovation economy. The next cohort begins on June 30, 2025. The programme fee is ₹1,10,000, exclusive of GST. More details on programme structure, flexi-payment options, and eligibility can be accessed through Emeritus, IIT Delhi’s learning partner.

For more details on programme takeaways and business case studies, and to learn more about design thinking and AI modules, design thinking and innovation certification, and design thinking courses, visit the website.

Source: The Economic Times

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Air India AI-171 Crash in Ahmedabad, A Dark Day for Indian Aviation and A Wake-Up Call for the Travel Industry

The recent crash of Air India Flight AI-171 in Ahmedabad has sent shockwaves across the nation. As India’s travel industry mourns, it also calls for accountability, safety reforms, and renewed public trust.

On June 12, 2025, India awoke to a tragedy that sent tremors through its skies and soul. Air India Flight AI-171, a Boeing 787-8 Dreamliner bound for London Gatwick, crashed shortly after takeoff from Ahmedabad’s Sardar Vallabhbhai Patel International Airport. The flight, carrying 242 passengers and crew, took off at 1:47 PM but went down just nine minutes later, descending into a densely populated neighbourhood near Meghani Nagar. As images of smoke billowing from the wreckage flooded the internet, the nation was left stunned. Over 100 people have been confirmed dead, with dozens more injured in one of the country’s gravest aviation disasters in recent memory.

Air India Chairman N. Chandrasekaran confirmed the incident, stating, “With profound sorrow, I confirm that Air India Flight 171… was involved in a tragic accident today. Our thoughts and deepest condolences are with the families and loved ones of all those affected.” The airline also noted that emergency response efforts were ongoing and that an assistance centre had been activated.

“We are doing everything in our power to assist the emergency response teams at the site and to provide all necessary support and care,” the statement added.

Air India reiterated its solidarity with the affected families and announced interim compensation. “Our teams on the ground are doing everything possible to extend care and support… Air India will be providing an interim payment of ₹25 lakh (approx. 21,000 GBP) to the families of the deceased and the survivor. This is in addition to the ₹1 crore (approx. 85,000 GBP) support already announced by Tata Sons. All of us at Air India are deeply saddened by this loss.”

This heartbreaking event has triggered an unprecedented response from India’s travel and tourism industry, united in grief, concern, and a call for accountability and reform. As condolences poured in, so too did appeals for urgent reviews of safety measures, crew training, aircraft inspections, and passenger confidence protocols. This is not just a national tragedy; it is an inflexion point for the aviation and tourism ecosystem at large, as it has pierced the confidence of travellers.

A Tragedy that United and Shook the Travel Ecosystem

As the shock settled, statements of solidarity and sorrow began to emerge from across the Indian travel industry. From government bodies to associations and private companies, the grief was unanimous and deeply felt, and the country’s aviation and emergency response systems were immediately activated.

Minister of Civil Aviation, Ram Mohan Naidu Kinjarapu, expressed his shock and devastation over the incident and confirmed that the government was on the highest level of alert. Personally monitoring the unfolding situation, he directed all aviation and emergency agencies to take swift and coordinated action. Rescue teams, he said, had been mobilised with urgency, ensuring that medical aid and relief support were being rushed to the site without delay.

The Indian Association of Tour Operators (IATO) expressed its condolences in a heartfelt message to the nation. “This heartbreaking event has sent shockwaves throughout the entire travel and tourism industry. We are deeply saddened by the loss of precious lives,” said Ravi Gosain, President of IATO. He added, “Such incidents urge the authorities to investigate thoroughly and take corrective measures to restore the confidence of flyers.”

He further noted that while this tragedy could cast a long shadow over Air India’s legacy, he remained confident in the airline’s resilience. “As a long-standing airline of international repute, Air India will surely take all necessary steps to ensure the highest safety standards are upheld. We salute the commitment of Air India staff and the emergency responders who are managing this crisis with such dignity and dedication.”

As the nation grieves, attention has inevitably shifted toward safety standards, operational diligence, and training protocols. Jaideep Mirchandani, Group Chairman of Sky One, offered pointed insights on what the path ahead should look like.

“Following the tragedy, DGCA has rightly instructed Air India to perform thorough maintenance checks on all 787-8/9 aircraft with GEnx engines,” he shared. But more than that, Mirchandani believes it’s time for sweeping operational reforms. “A one-time comprehensive inspection must be made mandatory for all aircraft before departure. Take-off parameters should be reviewed each time, not just periodically.”

He also emphasised the growing importance of scenario-based pilot training. “Pilots should experience conditions like extreme weather, engine failure, or system faults via full-motion simulators. Emergency drills should be routine, especially before pilots take on heavy-duty responsibilities.”

In his view, complacency is the hidden danger. “Technicians may skip essential checks over time. Every time a mishap occurs, there’s a knee-jerk response, but then the follow-up fades. That cycle must break.”

Mirchandani sees a clear opportunity in embracing technology. “AI-driven automation can transform flight operations, helping air traffic controllers make quick, data-backed decisions and improving risk assessments by analysing real-time data, weather patterns, and historical issues.”

As Mirchandani stresses, air travel may still be one of the safest modes of transport globally, but the luxury of assumed safety can never replace the need for absolute vigilance.

The tragedy has not only left families shattered, but it has also cast a long shadow over India’s tourism landscape. Jyoti Mayal, Chairperson of the Tourism & Hospitality Skill Council (THSC) and former President of TAAI, reflected on the human and systemic toll.

“This tragedy has not only shaken communities but also cast a shadow over the spirit of travel and exploration that unites us all,” she said. “Incidents like these remind us that safety is the foundation of a resilient tourism sector. At THSC, we are actively exploring how to integrate emergency response training into our hospitality certification modules.”

Mayal emphasised the need to strengthen the industry’s frontline workers. “Preparedness and professional response mechanisms must be part of tourism’s DNA now.”

Manish Singhal, Secretary General of ASSOCHAM, also underlined how aviation fuels broader economic and cultural ties. “The recent air tragedy in Ahmedabad has shaken the spirits of travellers globally, questioning the very foundation of trust in air travel,” he said.

To rebuild this trust, he called for increased rigour in safety standards, timely communication, and smarter investments in tech and transparency. “Aviation would also benefit from supportive policy changes, particularly in areas like aviation fuel taxation and MRO infrastructure, so that more attention can be focused on traveller safety and comfort.”

In a joint statement, the Federation of Associations in Indian Tourism & Hospitality (FAITH) offered condolences while acknowledging the scale of the tragedy. “Air India has long been a symbol of India’s aviation legacy, and such an incident sends shockwaves throughout the global travel fraternity,” the organisation said.

They urged a transparent investigation and reaffirmed confidence in Air India’s capacity to uphold global safety standards and restore its goodwill.

The crash of Flight AI-171 is not just a tragic headline; but it is a call to action. For the Indian travel ecosystem, it’s a moment to pause, reflect, and reform. As airlines, policymakers, and industry bodies move from mourning to rebuilding, one truth remains: a traveller’s trust is sacred, and it must be earned every day.

Source: BW Travel

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A self-sufficient Indigenous aerospace parts market may help India through a potential global trade war, says Jaideep Mirchandani

At a recent international conference on the future of India’s aviation and aerospace industry held in Bangalore, several industry leaders raised two key concerns that could slow down India’s rapid growth. These include the shortage of skilled professionals and the heavy dependence on imported components. With nearly 98 per cent of aviation parts still sourced from abroad, many believe this could become a significant obstacle, especially following the reciprocal tariffs announced by the United States that are expected to affect all imports.

According to Grand View Research, India’s aerospace parts manufacturing market was valued at US$13.6 billion in 2023 and is projected to grow at a compound annual rate of 6.8 per cent from 2024 to 2030. As airlines expand their fleets and modernise aircraft, the demand for aerospace components is expected to increase. Experts believe this is the right time for India to develop a stronger domestic base to reduce reliance on international suppliers.

“We are still assessing the impact of the US tariffs, particularly for India which has placed large orders for newer aircraft. North America accounts for around 50 per cent of the global aerospace parts market, and the new tariff is likely to increase the cost of imported components and raise maintenance and repair expenses. In this scenario, one practical solution is to step up efforts toward indigenisation, especially in manufacturing,” says Jaideep Mirchandani, group chairman of Sky One.

He adds that with more passenger traffic and expanding airline operations, the demand for MRO services within India will continue to grow. “This trend can drive the need for locally made aircraft components and related services. India’s strengths in software development, cost-effective labour, ease of doing business, and supportive policies offer a strong foundation for aerospace manufacturers to establish and scale operations,” says Mr Mirchandani.

He points out that Indian companies producing landing gear, wing structures, fuselage sections, electrical switches, and motion control systems are now playing a crucial role in the supply chain. “Many leading aircraft and engine makers are already sourcing parts from India. We are also seeing increasing partnerships between Indian suppliers and global manufacturers, which can lead to better technology access and improved production capabilities. Strengthening the MRO sector, investing in research and development, and developing a skilled workforce are all essential steps in building a reliable indigenous manufacturing ecosystem,” he concludes.

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India sets an ambitious target of capturing 50% of the domestic MRO market share by 2030

In its January report, Crisil Ratings predicts that the revenue of India’s domestic aircraft maintenance, repair, and overhaul (MRO) industry will surpass Rs 4,500 crore in fiscal 2026, reflecting a 50 per cent growth over fiscal 2024. The rating agency’s projection is not surprising, especially given the rising operating fleet size of Indian carriers, which, according to the report, is expected to grow by 25 per cent by next year.

Furthermore, the reduction in Goods and Services Tax (GST) on aircraft components and services makes domestic MROs more competitive compared to their overseas counterparts and helps ease working capital pressure. Last year, the government announced that a uniform rate of 5% IGST would apply to imports of parts, components, testing equipment, tools, and toolkits for aircraft, irrespective of their HSN classification, subject to specified conditions.

I think such a policy change will improve the competitiveness of the Indian MRO sector and open up the scope for innovation and efficiency. The policy also exempted Customs Duty on tools and toolkits, simplified the clearance process for parts, and allowed 100% Foreign Direct Investment through the automatic route for MRO.

Usually, Indian MROs provide line checks, which are carried out before every take-off. Airframe checks occur every 12 to 18 months, during which aircraft are grounded for three to four weeks. Redelivery checks are also conducted at the end of lease contracts. As the Crisil report suggests, while line and airframe checks are closely linked to aircraft fleet size, redelivery checks will likely increase in the coming year. Meanwhile, reducing GST input tax may lower component-related expenditure and bring Indian MROs in line with their Asian peers. Their cost advantages are expected to help them capture a greater market share.

According to reports, only 14 per cent of the total MRO spent by Indian carriers last year was handled by domestic MROs, mainly because high-value maintenance checks and engine checks are contracted to overseas players. This also calls for more facilities to carry out engine checks, complete overhauls, and technical integration. There is also a need to develop a skilled workforce to carry out advanced engine maintenance, especially for newer aircraft, considering the vast number of orders placed by Indian carriers for the next 20 years.

In this scenario, investing in expanding hangars and related capabilities becomes essential. More partnerships with OEMS to enhance local production of spare parts can help reduce reliance on imports. The Government, the Civil Aviation Ministry, private manufacturing companies, and airlines can launch collaborative efforts to improve infrastructure. Investing in training programmes and collaborating with tech leaders for better research and development will also be crucial.

The future looks promising, with leading airlines in India planning to develop in-house MROs. Along with cities like Bengaluru, more states are now opening their doors to setting up MRO hubs. Recently, we came across the announcement by the Odisha Government that they are formulating an investor-friendly policy framework to establish the state as a preferred destination for MRO operators and OEMs. The state plans to collaborate with the Government of Singapore to adopt best practices in MRO operations.

Now, with carriers planning to develop new airports and expand their fleets, we are likely to witness more such state-level collaborations in the MRO segment.

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Aerospace Future: CX-Led Indigenisation is Crucial in Global Market

India’s Aerospace Customer Experience Strategy Must Adapt—Now More Than Ever

India’s aerospace industry stands at a decisive moment. Rising global trade tensions and import tariffs threaten supply chains across aviation. Although the industry has grown steadily, challenges now demand a new mindset. A customer experience (CX)-driven strategy can help India take control of its aviation future.

Jaideep Mirchandani, Group Chairman of Sky One, offers a solution. “A self-sufficient indigenous aerospace parts market may help India through a potential global trade war,” he says. His insight reflects a broader vision. India must act now to secure its aviation infrastructure, reduce import dependence, and build for the long term.

The Warning Signals Are Loud and Clear

At a recent aviation conference in Bangalore, industry experts voiced concerns. Two recurring themes stood out—first, a severe skills gap, and second, overdependence on imports. Nearly 98% of aerospace parts still come from international suppliers. This poses a major risk.

With reciprocal tariffs from the United States, procurement costs may surge. As India has ordered a large number of new aircraft, the cost of maintenance and repair (MRO) will likely increase. These headwinds demand urgent solutions.

Why Indigenisation Is a CX Strategy

CX is no longer confined to customer service desks or call centres. In aerospace, it extends to fleet uptime, parts availability, and service quality. A grounded aircraft due to unavailable parts directly impacts the end customer.

Therefore, investing in local manufacturing is more than an economic strategy—it’s a customer-first policy. Airlines that rely on domestic suppliers can ensure faster turnaround, reduced downtime, and greater control.

Jaideep Mirchandani emphasises this. “One practical solution is to step up efforts toward indigenisation, especially in manufacturing,” he says. His remarks highlight a simple truth—great customer experience begins long before takeoff.

The Market Is Ready—But Is the Ecosystem?

According to Grand View Research, India’s aerospace parts manufacturing market was valued at $13.6 billion in 2023. It is projected to grow at a CAGR of 6.8% through 2030. Fleet expansions and modernisation are expected to drive demand further.

This makes now the ideal time to create a stronger domestic ecosystem. Still, this cannot happen in isolation. Local manufacturing must be supported by a robust MRO sector, strategic partnerships, and skills development.

MRO: A Missed Opportunity No More

MRO (Maintenance, Repair, and Overhaul) has long been an overlooked pillar. However, the surge in passenger traffic and fleet size has changed that. “The demand for MRO services within India will continue to grow,” says Mirchandani.

Consequently, this demand drives the need for locally made aircraft components. OEMs (Original Equipment Manufacturers) and MRO players can collaborate to redefine India’s role in the aerospace supply chain.

Furthermore, the government’s ease of doing business reforms, cost-effective labour, and software prowess offer additional leverage. CX leaders must recognise that faster MRO = better customer experience. The connection is direct and measurable.

Technology, Trust, and Time-to-Market

India already has companies that produce landing gear, fuselage sections, and electrical systems. These firms are contributing meaningfully to the global supply chain. Their success sends a message—it is possible to scale quickly while maintaining

quality.Moreover, Indian suppliers are entering global partnerships. These collaborations improve technology access and production capability. In CX terms, this means better parts, faster delivery, and greater reliability.

Mirchandani highlights this point: “We are seeing increasing partnerships between Indian suppliers and global manufacturers, which can lead to better technology access.” This isn’t just about growth—it’s about building global trust in Indian aerospace quality.

The Workforce Challenge: Turning Weakness into Strength

Any sustainable CX model requires a skilled workforce. Without it, even the best supply chain can collapse. Unfortunately, India currently faces a serious shortage of trained aerospace professionals.

But this challenge also presents an opportunity. With targeted training, apprenticeships, and upskilling programs, India can create a new generation of aerospace experts. This future-ready workforce can bridge the gap between technology and customer experience.

It is vital that CX leaders push for investments in education and R&D. Every trained professional enhances service quality and reduces dependency on external support. And in aerospace, that directly translates to improved CX.

Policy, Planning, and Public-Private Partnerships

India’s policy environment must support these ambitions. A national roadmap for aerospace indigenisation, similar to Make in India,

 Is  essential. Furthermore, public-private partnerships (PPPs) can fast-track capabilities and reduce risk.

A unified approach between government, airlines, MRO firms, and component manufacturers will yield results. By streamlining procurement, offering tax incentives, and fast-tracking approvals, policymakers can empower industry players to focus on what matters—building CX-driven aviation solutions.

Lessons Indian Companies Must Take Forward

The aerospace sector offers critical lessons for other industries too:

Customer experience is inseparable from operations. Speed, quality, and reliability define how customers perceive brands.

Localisation builds resilience. Relying on foreign imports makes businesses vulnerable to geopolitical shocks.

Invest in people. A future-ready workforce is not optional—it is strategic.

R&D is not a luxury. Innovation drives differentiation and creates market leadership.

Partnerships matter. Collaborating across borders strengthens capabilities and trust.

Looking Ahead: From Imitation to Innovation

As global trade realigns, India must move from being a buyer to being a builder. Aerospace is the perfect canvas. With the right strategy, the nation can become a net exporter of aviation parts and services.

This transformation requires CX-focused thinking at every level. From manufacturing to MRO, every touchpoint must be optimised. In doing so, Indian aerospace companies won’t just serve customers—they’ll delight them, retain them, and lead the skies.

Final Thought: CX is India’s Secret Weapon

Jaideep Mirchandani’s vision of a self-reliant aerospace ecosystem is more than timely—it’s necessary. With rising global tariffs, uncertain supply chains, and growing domestic demand, the only path forward is self-strengthening through experience-centric strategies.

CX is not the end of the pipeline—it is the core engine. And it’s time India realises this, before the next crisis takes off.

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Clear crisis communications and diligent protocols are needed to restore trust post the AI-171 Crash, Says Jaideep Mirchandani

The group chairman of Sky One adds that the devastating incident underscores the need for continuous safety checks and follow-up actions

While investigating the “Miracle of the Hudson” plane crash in 2009, it revealed that the US aircraft flew directly into a flock of birds shortly after takeoff from New York’s LaGuardia Airport. This resulted in both engines losing, but the plane had gained enough altitude to glide. The pilots were able to ditch the Airbus A320 in the Hudson River between Manhattan and New Jersey, with all on board surviving

As for the AI-171 crash in Ahmedabad last week, which killed 242 passengers on board, the investigation team is trying to retrieve clues to establish the cause behind the tragedy. So far, a conclusive answer is yet to be derived. Industry experts say that irrespective of the findings, the devastating incident underscores the need for continuous checks and follow-up actions.

“Following the unfortunate tragedy in Ahmedabad, the Directorate General of Civil Aviation(DGCA) has taken precautionary steps. The DGCA has reportedly instructed Air India to carry out thorough maintenance procedures on its 789-8/9 aircraft fitted with GEnx engines, in coordination with regional DGCA offices, informs Jaideep Mirchandani, Group Chairman of Sky One.

He also highlights the need for clear crisis communications and stricter protocols across the board. “A one-time comprehensive inspection should be made mandatory for all aircraft before departure. Take-off parameters should be reviewed each time, not just periodically. Introducing a regular “flight control inspection” routine would add an extra layer of security,” he adds.

Mr  Mirchandani says that crises can impose psychological strain upon various stakeholders in the aviation sector, including authorities. “Most of the pressure will be felt by pilots. the intricate and stressful nature of their work makes it crucial for pilots to receive support and refresher training sessions. These can include scenario-based training, which exposes them to difficult and realistic situations. Full-motion simulator training. where they experience various condition-from extreme weather to system faults, engine failures to hydraulic leaks-is important, “he adds.

In his opinion, emergency drills should be a regular part of the training routine, especially before pilots are assigned heavy-duty responsibilities. Instead of relying solely on traditionally scheduled inspections and post-incident repairs, airlines can adopt advanced measures like AI-based predictive maintenance techniques to identify early signs of technical issues before they escalate, he adds.

“We must remember that even though aircraft are considered among the safest and most reliable modes of travel, it doesn’t mean safety procedures can be overlooked. At times, technicians may grow complacent and skip essential checks. Also, every time a mishap occurs, there’s a knee-jerk reactions, but eventually the urgency fades and follow-ups slow down-something that needs to be addressed,” concludes Mr.Mirchandani.